Decisions: An Engineering and Management Perspective by Gerard H. Gaynor

By Gerard H. Gaynor

DECISIONS makes a speciality of how firms can enhance decision-making approaches to enhance organizational functionality in an international economy.  

  • Presents learn relating to difficulties linked to assembly necessities, schedules, and costs
  • Defines the scope of macro and micro decisions
  • Raises the difficulty of the position of engineering, production, and advertising in making organizational decisions
  • Includes references to Peter Drucker’s experiences on decision-making

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Additional resources for Decisions: An Engineering and Management Perspective

Sample text

Lawler III,8 and Bruch and Ghoshal9 provide two different approaches to deliver what we call leadership. Lawler’s research involves four styles of leadership: Laissez-faire, Authoritarian, Human Relations, and Participative. Laissez-faire managers, as the name implies, are basically passive, avoid risk taking, have little impact on the organization, operate ad hoc, and promote the status quo. Authoritarian managers make decisions without input from others usually, tend to threaten employees for performance, and manage with a command and control mentality.

So, how do we describe this person we refer to as an executive? Trying to rationalize the many descriptions would not provide any benefit. An operational and practitioner description, not necessarily bound in theory, suggests that executives include the people who establish the mission, vision, and values of the organization and execute them with the support of others. The others include people in positions such as directors, several manager levels, the contributions of engineers and other discipline specialists, and all other participants.

So, who is a manager, what is the role of the manager and just what does it mean to manage? It’s an accepted premise that managers get things done through others. However, I add a caveat to that premise; managers do not manage people; they manage activities in which people participate. This caveat should be made very clear to anyone who has responsibility for the actions of others, and especially when the management functions involve knowledge workers: those engineers and other discipline specialists.

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